Battle of the Philippine Sea in World War II

Battle of the Philippine Sea in World War II The Battle of the Philippine Sea was fought on June 19-20, 1944, as part of the Pacific Theater of World War II (1939-1945). Having island-hopped across the Pacific Ocean, Allied forces advanced on the Mariana Islands in mid-1944. Seeking to block this thrust, the Imperial Japanese Navy dispatched a large force to the area. In the resulting battle, Allied forces sank three Japanese aircraft carriers and inflicted crippling losses on the Japanese fleet air arm. The aerial battle proved so one-sided that Allied pilots referred to it as the Great Marianas Turkey Shoot. The victory allowed Allied forces to isolate and eliminate Japanese forces on Saipan, Guam, and Tinian. Background Having recovered from their earlier carrier losses at the Coral Sea, Midway, and the Solomons Campaign, the Japanese decided to return to the offensive in mid-1944. Initiating Operation A-Go, Admiral Soemu Toyoda, Commander-in-Chief of the Combined Fleet, committed the bulk of his surface forces to striking at the Allies. Concentrated in Vice Admiral Jisaburo Ozawas First Mobile Fleet, this force was centered on nine carriers (5 fleet, 4 light) and five battleships. In mid-June with American forces attacking Saipan in the Marianas, Toyoda ordered Ozawa to strike. Vice Admiral Jisaburo Ozawa, IJN.   Public Domain Steaming into the Philippine Sea, Ozawa counted on support from Vice Admiral Kakuji Kakutas land-based planes in the Marianas which he hoped would destroy a third of the American carriers before his fleet arrived. Unknown to Ozawa, Kakutas strength had been greatly reduced by Allied air attacks on June 11-12. Alerted to Ozawas sailing by U.S. submarines, Admiral Raymond Spruance, commander of the U.S. 5th Fleet, had Vice Admiral Marc Mitschers Task Force 58 formed near Saipan to meet the Japanese advance. Consisting of fifteen carriers in four groups and seven fast battleships, TF-58 was intended to deal with Ozawa, while also covering the landings on Saipan. Around midnight on June 18, Admiral Chester W. Nimitz, Commander-in-Chief of the U.S. Pacific Fleet, alerted Spruance that Ozawas main body had been located approximately 350 miles west-southwest of TF-58. Realizing that continuing to steam west could lead to a night encounter with the Japanese, Mitscher asked permission to move just far enough west to be able to launch an air strike at dawn. Battle of the Philippine Sea Conflict: World War II (1939-1945)Dates: July 19-20, 1944Fleets and Commanders:AlliesAdmiral Raymond SpruanceVice Admiral Marc Mitscher7 fleet carriers, 8 light carriers, 7 battleships, 79 other warships, 28 submarinesJapaneseVice Admiral Jisaburo OzawaVice Admiral Kakuji Kakuta5 fleet carriers, 4 light carriers, 5 battleships, 43 other warshipsCasualties:Allies: 123 aircraftJapan: 3 carriers, 2 oilers, and approximately 600 aircraft (around 400 carrier, 200 land-based) Fighting Begins Concerned about being lured away from Saipan and opening the door for the Japanese slip around his flank, Spruance denied Mitschers request stunning his subordinate and his aviators. Knowing that battle was imminent, TF-58 deployed with its battleships to the west to provide an anti-aircraft shield. Around 5:50 a.m. on June 19, an A6M Zero from Guam spotted TF-58 and radioed a report to Ozawa before being shot down. Operating on this information, Japanese aircraft began taking off from Guam. To meet this threat, a group of F6F Hellcat fighters was launched. Vice Admiral Marc Mitscher.   U.S. Navy History and Heritage Command Arriving over Guam, they became engaged in a large aerial battle which saw 35 Japanese aircraft shot down. Fighting for over an hour, the American planes were recalled when radar reports showed inbound Japanese aircraft. These were the first wave of aircraft from Ozawas carriers which had launched around 8:30 a.m. While the Japanese had been able to make good their losses in carriers and aircraft, their pilots were green and lacked the skill and experience of their American counterparts. Consisting of 69 aircraft, the first Japanese wave was met by 220 Hellcats approximately 55 miles from the carriers. A Turkey Shoot Committing basic mistakes, the Japanese were knocked from the sky in large numbers with 41 of the 69 aircraft being shot down in less than 35 minutes. Their only success was a hit on the battleship USS South Dakota (BB-57). At 11:07 a.m., a second wave of Japanese aircraft appeared. Having launched shortly after the first, this group was larger and numbered 109 fighters, bombers, and torpedo bombers. Engaged 60 miles out, the Japanese lost around 70 aircraft before reaching TF-58. While they managed some near misses, they failed to score any hits. By the time the attacked ended, 97 Japanese aircraft had been downed. Fighter plane contrails mark the sky over Task Force 58, during the Great Marianas Turkey Shoot phase of the Battle of the Philippine Sea, June 29, 1944.   U.S. Naval History and Heritage Command A third Japanese attack of 47 aircraft was met at 1:00 PM with seven aircraft being downed. The remainder either lost their bearings or failed to press their attacks. Ozawas final attack launched around 11:30 a.m. and consisted of 82 aircraft. Arriving in the area, 49 failed to spot TF-58 and continued on to Guam. The rest attacked as planned, but sustained heavy losses and failed to inflict any damage on the American ships. Arriving over Guam, the first group was attacked by Hellcats as they attempted to land at Orote. During this engagement, 30 of the 42 were shot down. American Strikes As Ozawas aircraft were launching, his carriers were being stalked by American submarines. The first to strike was USS Albacore which fired a spread of torpedoes at the carrier Taiho. Ozawas flagship, Taiho was hit by one which ruptured two aviation fuel tanks. A second attack came later in the day when USS Cavella struck the carrier Shokaku with four torpedoes. As Shokaku was dead in the water and sinking, a damage control error aboard Taiho led to a series of explosions which sank the ship. Recovering his aircraft, Spruance again held off turning west in an effort to protect Saipan. Making the turn at nightfall, his search aircraft spent most of June 20 trying to locate Ozawas ships. Finally around 4:00 p.m., a scout from USS Enterprise (CV-6) located the enemy. Making a daring decision, Mitscher launched an attack at extreme range and with only hours remaining before sunset. Reaching the Japanese fleet, the 550 American aircraft sank two oilers and the carrier Hiyo in exchange for twenty aircraft. In addition, hits were scored on the carriers Zuikaku, Junyo, and Chiyoda, as well as the battleship Haruna. Japanese Carrier Division Three under attack by United States Navy aircraft from Task Force 58 in the battle of the Philippine Sea, late afternoon of June 20, 1944. U.S. Naval History and Heritage Command   Flying home in the darkness, the attackers began to run low on fuel and many were forced to ditch. To ease their return, Mitscher daringly ordered all of the lights in the fleet turned on despite the risk of alerting enemy submarines to their position. Landing over a two-hour span, the aircraft set down wherever was easiest with many landing on the wrong ship. Despite these efforts, around 80 aircraft were lost through ditching or crashes. His air arm effectively destroyed, Ozawa was ordered to withdraw that night by Toyoda. Aftermath The Battle of the Philippine Sea cost Allied forces 123 aircraft while the Japanese lost three carriers, two oilers, and approximately 600 aircraft (around 400 carrier, 200 land-based). The devastation wrought by American pilots on June 19 led one to comment Why, hell it was just like an old-time turkey shoot down home!† This led to the aerial fight earning the name The Great Marianas Turkey Shoot. With the Japanese air arm crippled, their carriers only became useful as decoys and were deployed as such at the Battle of Leyte Gulf. While many criticized Spruance for not being aggressive enough, he was commended by his superiors for his performance.

Hotel Employees Designation Vise Management Essay Essays

Hotel Employees Designation Vise Management Essay Essays Hotel Employees Designation Vise Management Essay Essay Hotel Employees Designation Vise Management Essay Essay Vivanta by Taj Bentota, Sri Lanka, delightfully located along one of the finest beaches on the South West seashore, is now siting on a fresh new moving ridge. Yet it remains the charming beach and watering place resort that s about one with the Indian Ocean. Where merriment lovers return for good times. There s a nice new bombilation nevertheless. In the renewed life infinites, the all right eating houses, the high energy saloon, and the watering place where you ll travel Ah! The Chef remains every bit eager to wow you with specially designed repasts. Employees working for the Taj organisation were the topics of this research. The entire population of this organisation is 200 was used as a sampling frame, the choice was done irrespective to the gender which comprises both male and female respondents from the ages 19 to 55 old ages. The degree of instruction of participants scopes from Primary literate degree to third makings. This research has conducted in two months period when the clip that Company runs with extremely disgruntled employees. Two chief occupation classs are represented in the population i.e. professional ( Technical staff ) and disposal and supervisory employees. All participants were lasting employees of the Vivanta by Taj. Primary Data Collection For the research I have collected informations from their studies. And information shows the hotel employee dislocation construction harmonizing to the appellation, diverseness and current state of affairs about the hotel civilization. Hotel employee s appellation vise Further to the above pie chart refers the employee class dislocation, Harmonizing to the appellation vise. None Executives 59 % Executives23 % Trainees 10 % Directors 8 % Hotel Employee Culture Above pie chart shows how the hotel civilization express, Sinhala 73 % Tamils 15 % Warren burgers 6 % Others 6 % Employment based on Permanent, Contacted, Temporary. Hotel has hired people harmonizing to the attached pie chart, Contacted 81 % Permanent 13 % Impermanent 6 % Discussion Organization Structure Of the hotel The organisation top direction belongs to India, and they are the people who recruit employees for the top direction. The Company employees name will non be disclosed due confidential information being exposed and hazard of judicial proceeding. Hotel General director is the individual who responsible for the employees, and guest. He will describe to India. Six section caputs are pull offing their sections. All section caputs has their Executives, and staff to do the organisation to a better topographic point Evaluation of Leadership manners and theories confabulating to the current state of affairs Leadership Theories Hersey-Blanchard Situational Leadership Theory The leader of the organisation, General Manager and most of the section caputs working and taking determination by utilizing mentioned leading manner. Organization enlistings for the supervisory degree they are utilizing situational leading. Enrolling the employees by the degree of adulthood, Experience in the trade will assist full to full make full their demands. There are so many advantages by utilizing situational leading. Leader will be out of emphasis. Decision devising can authorise by the employees. Great adult male theory ( nineteenth Century ) At the history, peoples used to believe and believed all the leaders are borne non made. And the treated them as heroes. When it is comes to the current state of affairs on the organisation some of the leaders think that among the employees, they ca nt make their work decently because they are non born with the leading styles. This environment must alter in this organisation. Disadvantages is, No Job satisfaction The employee non satisfies with their work/Job, and their life environment. Job turnover per centum will high. And it will consequence to the organisation quickly. Functional theory ( Hackman A ; Walton, 1986 ; McGrath, 1962 ) Harmonizing to the theory, the leader s behaviour is the most of import factor in a company, How the leader will respond in a unbreakable state of affairss, The public presentation of leader. When the company needs him etc. Leader behaviour is more of import to the organisation harmonizing to the theory it displays whatever the state of affairs take topographic point the leader carry out the organisation when its good or bad. Harmonizing to the organisation I look over, the director who manage the forepart of the house, uses above theory for the staff who he handles. Whatever the fortunes comes the direction neer change their attack. The leader motivates staff. The critical issue is attached functional theory is. Leadership manners The people-oriented leader ( Fiedler, 1967 ) Above leading theory is devouring by the general director of the organisation. And he who shows these manners of leading there are some of his work manners below, Efficaciously manages the human resources of the organisation harmonizing to authorized forces policies and processs that to the full conform to current Torahs and ordinances Guarantees the company, marks, mission and, when it comes to guest satisfaction, leader must strongly act. A cordial reception and touristry ever depend on guest satisfaction ; all the employees are covering with human existences non with goods. Subsequently employees need to work smart. The leader will help their employee to do their working environment to a friendly topographic point. The transactional leader Confering to the attached organisation human resource director, Create and keep an organisational environment that promotes positive staff morale and public presentation. Ensure effectual human resources plans are developed and maintained to back up the strategic ends of the Vivanta insurance ( includes recruiting, public presentation direction, preparation, sequence planning, employee dealingss, and compensation ) . Direct, motivate and keep a competent, well-trained, flexible and antiphonal staff capable of run intoing current and future demands. Develop and keep an one-year Board-approved program for the development and sequence of direction TransformationalA leading The most effectual leader ship manner, Transformational leaders are stirring for the ground that is they anticipate the unexcelled from employees. This leads from top to bottom efficiency and assignment from everyone in their squad When mentioning to the current state of affairs some of the leaders managed to move like transformational leaders. These leaders except greatest work from the employees who re working under his direction will acquire motivated. The Grow theoretical account Harmonizing to sir toilet Whitmore this leading styles involved by the Finance director who works for the organisation, He is the individual who assist employees to put marks Harmonizing to the grow theoretical account theory, the leader is the individual who set marks harmonizing to the higher direction petition. Company issues Motivation Critically evaluate and warrant the issues of motive Maslow s hierarchy of work motive ( 1943 ) Manager can use Maslow s theory and the demands that are likely to attach to them, with the intent of accomplishing motive of employees. Maslow s demand theory, Have five degrees. When these degrees completed people get motivated. Mentioning to above figures, in an organisation, The basic demand is an employee is wage ( rewards ) Then after Job security, with domination programs, Insurance, and employee support. The 3rd Social demands mentioned as squad work, accomplishments, official and non-official work Fourth Admiration demands, like acknowledgment, occupation rubrics publicities Last Self-actualization, Personal development. Two-factor theory Psychologist Fredrick Herzberg ( 1975 ) Further to the Herzberg theories, there are motive factors and hygiene factors are depending on the employee. How the organisation dainty on them. Current state of affairs of the organisation is. Job satisfaction and dis satisfaction both elements are every bit impacting the employees. And so, the caputs can convey occupation dissatisfactory to occupation satisfactory. In this organisation, Organization must handle their employees good, and so, the caputs can convey occupation dissatisfactory to occupation satisfactory. In this organisation, Some of the employees will non be displeased, they will be gratified. If the organisation, cover their demands at the expected clip the employees will be more pleased. Herzberg recommended foregrounding factors attach toing with the work. Such as in a on the job topographic point rewards are non the motive factor. There is hygiene factors s besides. People recognition, answerability and achievement are some of the factors. Current motive Techniques available at Vavanta by Taj Teamwork Working with groups and, put their ends for one mark, one time a Month direction concept some marks and, inquire all the sections employees to carry through their marks and achieve the end. Guest Satisfaction Employees who has the good relationship with the invitee, and harmonizing to guest satisfaction they reword employee. And it will actuate staff. Training and development, Training is designed to alter the behaviour, attitudes, techniques, Enhance cognition, and accomplishments and better motive of their employees Development involves larning that goes beyond today s occupation has a more long-run focal point.it prepares employees to maintain peace with the organisation as it changes. Job Enrichment Vertical develop of the current, occupation giving the Employee. Control over planning, executing and rating of his occupation. Besides gives extra duty and independency. Job Enlargement The Horizontal develop of the current occupation. Will be responsible for more occupations and will hold more. Pull offing Cultural Diversity Cultural diverseness based on, racial, gender, different cultural etc. when its semen to the current state of affairs of the company, Categorization of employees based on age group Categorization has been done grouping employee into 5 chief classs on Age group in the selected sample. The undermentioned pie chart exhibits how it comprises employees on age group in the selected employee sample for the research. Above chart following characteristics can be seen in Vivanta By taj ; Out of 30 employees, 13 employees ( 43 % ) are in 21-30 age bounds and it is the highest per centum. 8 employees ( 27 % ) are in 31 40 age bounds, 6 employees ( 20 % ) are in below 20 age bound and 3 employees ( 10 % ) are in 41-50 age bounds severally. The lowest per centum is relation to the in over 50 age bounds and there is no any employee ( 0 % ) in this age bound. Categorization of employees based on educational making Categorization has done grouping employees into 04 chief classs on their educational making. The undermentioned pie charts exhibits how it comprises employees based on their educational makings in the selected sample in the organisations. Harmonizing to the above chart following characteristics can be seen in educational makings of employees in Vivanta by taj sample Out of 30 employees, 17 employees have educated until G.C.E ( O/L ) and it is shown as 58 % of the sum ; which is the highest per centum. The lowest per centum ( 7 % ) has obtained by 2 employees who belong to graduate. Other 04 employees ( 14 % ) are in A/L degree and 06 employees ( 21 % ) are in other district or professional class. The Hofstede dimensional theoretical account of national civilization The Hofstede theoretical account ( Hofstede 2001 ; Hofstede A ; Hofstede 2005 ) The Differentiates civilizations, Harmonizing to five dimensions: Power withdrawal, individualism/collectivism, masculinity/femininity, uncertainness turning away, and long-/short-term orientation. ( Alcoholics: The Hofstede theoretical account, Applications to planetary stigmatization and Ad scheme and research Page figure 88 ) Cultural Identity A ; Noise To pull off different states states is a critical state of affairs which follows by the direction of vivanta by taj. Harmonizing to company there are different states, and it is transnational hotel. General Manager of the company, he is from India, and some of the section s caputs are from India excessively. Most of them are from Srilanka Other than that Chinese and Maldivian are working for the company. Cultural Taboos Taboos are can be define as behaviours, manners public presentations harmonizing to the civilization. The current state of affairs of the company, there are different cultural tabu. All are working for one mark and some may understand and some nay non. Somehow direction realized the state of affairs and tried to do the environment harmonizing to the cultural tabu. They discipline extremely managed by the company. Cultural Shock Vivanta By taj Benthota, employees have many chances to direct their employees to different states. Some of the directors, making this to actuate staff but it is non go oning the manner they anticipate. Cultural daze is at that place to actuate staff. Organizational civilization Independent variables Dependent variable Supervisory Behavior Job satisfaction Working Conditionss Salary Promotion Conceptual frame work Previous surveies trying to associate honor direction system and employees work results have had limited result in range and were frequently affected by methodological restraints. In order to get the better of the restrictions mentioned, this survey contributes to the literature by trying to fulfill the clear demand for an analytical survey that examines recognizable dimensions of wages direction system, and associating wages direction system and employees occupation satisfaction, utilizing appropriate statistical methods. Based on an extended survey of old research on wages direction system, four nucleus dimensions of wages direction system have been identified as cardinal dimensions, which support an organisation s concern scheme towards the addition in employees work results. These Dimensions of organisational civilization are, Supervisory Behavior Working Conditionss Salary Promotion The cardinal dimensions listed above are relevant to organisational excellence and people-oriented facets such as employees occupation satisfaction from a wages direction position. The theoretical account suggests that the greater the extent to which these four dimensions of wages direction are present, the greater will be the satisfaction of employee. Different Motivation Techniques pattern by Cultural Diverse by Taj The Company has used assorted wagess scheme to actuate their employees towards best public presentation. Such wages tools were identified through the study and these are as follows. Supervisor behaviour Research indicates that the quality of the supervisor-subordinate relationship will hold a important, positive influence on the employee s overall degree of occupation satisfaction this Research appears to be indicates that persons are likely to hold high degrees of occupation satisfaction if supervisors provide them with support and co-operation in finishing their undertakings. Taj hotel they maintain positive relationship with their colleagues that has led for higher occupation satisfaction. Promotion In really simple term publicity means how far a occupation can guarantee 1s calling in occupation. It means whether the occupation is back uping the employee to be established or give range to develop 1s calling. Career has some stages. It starts with Recruitment and choice. The other stages are: publicity, preparation and transportation every bit good as arrangement. All these stages cover in the Company. Their satisfaction and dissatisfaction depends upon these factors through which an employee can make to the ultimate ends of the occupation. Working status Working conditions is another factor that has a moderate impact on the employee s occupation satisfaction, if people work in a clean, friendly environment they will happen it easier to come to work. If the antonym should go on, they will happen it hard to carry through undertakings. Maintains that working conditions are merely likely to hold a important impact on occupation satisfaction when, for illustration, the on the job conditions are either highly good or highly hapless. Furthermore, employee ailments sing working conditions are often related to manifestations of underlying jobs. Salary One of the most of import intents to make a occupation is acquiring salary. If one gets a fine-looking wage by which one can afford the life may do occupation satisfaction. But if the wage can non bear 1s expenditure one should non be satisfied with the wage. Harmonizing to the Research company maintain fine-looking salary construction for all degree of employees so that will take for higher occupation satisfaction. Performance Management and Employee Welfare A ; Profit Recognition-Appraise and appreciate people for their attempts and give them sense of accomplishment. Wages: a pecuniary expressing for the exceeding public presentation. Job Designing: Job Rotation-systematic motion of employee ( s ) from one occupation to another. Provides assortment and stimulates the employee. Job Enrichment-vertical enlargement of the current occupation giving the Employee control over planning, executing and rating of his occupation. Besides gives extra duty and independency. Job Enlargement -horizontal enlargement of the current occupation. Will be responsible for more occupations and will hold more Training and Development Training is designed to alter the behaviour, attitudes, techniques, Enhance cognition, accomplishments and better motive of our employees Needed for their present occupation. Development involves larning that goes beyond today s occupation has a more long-run focal point.it prepares employees to maintain peace with the organisation as it changes. Solution for linguistic communication barriers For being a top ranking in cordial reception, they have to keep their position of commuting. Guest is coming all the manner from universe therefore every one demand to larn an international linguistic communication. English is the most indispensable linguistic communication. So by holding a preparation category to all employees who are deficiency of English will assist to keep company statues every bit good as the employee motive. Recruitment processs in the Vivanta by Taj Good enlisting patterns and Recruitment processs choosing campaigners, Print and maintain ruddy with the employment study Finding the best manner of roll uping employees explicating the occupation commercial by utilizing modern engineering.Ex. Internet, intelligence documents short registry campaigners questioning scrutiny mentions and fabricating a occupation offer There are General Conditions when recruit an employee: 1. Ageless employee are employed by scrutiny merely. 2. Competitions are advertised on our enlisting web site in official Vacancy notices. 3. The choice process consists of three phases: a preliminary choice, a written scrutiny and an interview. The campaigners who are meets with the requments, in the organisation will acquire higher Markss. And will be name for a 2nd interview. All interviewees obtain a written answer by electronic mail or missive, one or the other optimistic or unwanted, after each phase of the choice process.